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Increasing user adoption with the “whats in it for me” rule

By Bharathi Ramamurthy, 01 Sep,2016

Technology has transformed the way we do business today and HR is no exception. But, time and again, in spite of implementing the best HRIS platforms, organizations grumble about the lower percent of user adoption and struggle to instigate effective users’ adoption.

Although we are in world where there are five generations of workforce, The “millennials” form more than half of the workforce.  These young workers are more exposed to latest gadgets, social networking, and in most cases tend to live their life in the virtual world. Now the big question! Then why do we seem to meet issues around HRIS adoption? (Fun Fact: Not even 5% of employee population use the HRIS to its full capacity). The reasons could be plenty, but to name a few – Continue Reading

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How to measure the effectiveness of your Employee Self-Service?

Employee Self Serviceby Mohan Kumar  on 21 July ’14

Human resources (HR) departments in all organizations want to spend lesser time on administrative tasks and instead focus on strategic value adds. A significant chunk of admin effort is spent on resolving employee queries – often simple ones that they could sort out themselves. Ergo-the ubiquitous employee self-service portal (ESS) was born with the goal empowering employees with easy to search information.

As ESS portals expanded to FAQ’s, master data edit screens and more – an interesting question emerged – How does an org measure effectiveness of ESS Portals? In a close analogy, banks that add ATMs reduce their need for cashiers by allowing them to operate leaner and offer 24/7 services. Translated to the HR domain, by putting in an ESS what measurable gains has the organization realized? Can it really be measured?

We present measures to help you understand if ESS is actually helping.

1. Volume of helpdesk queries: A before and after measurement show a drop in incoming volumes, while query complexity may increase. This indicates that employees are solving simple stuff by themselves and these queries don’t reach a support center.

2. Employee Engagement: The increase in autonomy and the speed of resolutions leads to employee satisfaction and higher productivity from the employee. Moreover, it offers employees a perceived control of their information including how and when they access HR services. This could be measured by adding questions on ESS to already existing employee engagement surveys.

3. Better Data Quality: Has the quality of master data improved? If so, the employees are actually using the portal to manage the data and keep it updated. This is also a good measure of the usability index if it is easy to use they will use it! If the numbers don’t look promising here are a few tips to improve the effectiveness

  • Educating the front line teams: Maybe you have a great portal but if you employees don’t know it can answer questions they will still call in. When they do, have your frontline teams walk employees through how they can solve this for themselves – either an email or phone. Tag the query to track.
  • Measure, Measure, Measure: As the adage indicates, what gets measured gets done. Identify key indicators on the nature of queries (salaries, benefits, policies, which policy?) and set goals on when you want them to be. Instead of measuring volumes of a huge amorphous blob and “calls” or emails” break them down into simpler measures, categorized by type. Leave these into measurable goals on a weekly monthly basis and if they don’t change ask why?
  • Gamification: Offer points on the portal when they solve problems either their own or answer other EE Questions as longs as they are generic and do not involve confidential information. Nothing motivates more than “winning” or being top of the table this gets everyone involved and helps gamify to get better outcomes.
  • Simplify the UI: If your HR portal UI looks like the control panel of a small aircraft – it maybe feature-rich trust you will need the pilots to use it ! One of the big reasons for the popularity of the portal that ask (and get) a lot of people info is the ease of use – Think FB, Google, LinkedIn or the likes, your employees probably keep those more updated than your HR Portal. Hmm Why?

The use of Employee Self-Service technology is just a start rather than an end in itself; it is a method for introducing further tactical gains into the organization. It is essential that a holistic tailor-made approach is adopted in measuring the efficacy of the ESS system.

If you are thinking how Neeyamo can help measuring your Organization’s ESS, Well! Great Question. Please discuss with us and we will tell you how. Get in touch with our HR evangelist irene.jones@neeyamo.com

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SaaS powered HRO: How to standardize, harmonize, optimize, virtualize and efficiently deliver HR services in your “long-tail” countries?

SaaS powered HRO_Neeyamo

Say “NO” to Long-tail countries HR blues

by Teena Thimothy  on 11 July ’14

Globalization may no longer be the buzzword but it sure has contributed to the new organizational agitator, “long-tail countries”.

Globalization provides varying benefits to multi-national companies and individual economies around the world, by creating markets that are resourceful, even out the competition by decreasing monopoly, and enables increased reach with potential customers.

However, there is also the assumption that the costs associated with globalization outweigh the benefits. Organizations will have to expand their employee reach too. This increases the chance of residual employees in multiple countries. Organizations may not be able to maintain a standardized global HR practice.

For organizations, the need to address HR requirements is always one of the key priorities. It is now about addressing these HR requirements in multiple countries where the chance of making available a local HR team to support the employee population can be very demanding. All the same, local employees require support from the HR organization.

An article by Alsbridge stated, there is no ‘silver bullet’ solution for the ‘Long Tail’, but consideration of the some vital rules will help organisations who are seeking the benefits of global HRO with the best HR Technology support.

The list of challenges and solutions may not seem to be in par, but organizations with presence in long-tail countries; primarily have issues pertaining to IT systems (many times the lack of it or its fragmentation)and lack of standardization. Local regulations are galore. All these combined with lack of proper business case to have local HR hinder HR’s ability to provide local HR support.

The trick to substituting the silver bullet, is to make available to these long-tail countries, a scalable, sophisticated and sustainable SaaS powered HRO.

Case in point: This is about an organization with more than 50,000 employees that operates in more than 50 countries worldwide. It has around 45,000 employees spread across 15 “large” countries, and around 5,500 employees across 35 “long-tail” countries with an employee count ranging from 1 to 500.

Of these, 25 countries had an employee count of less than 100. While large countries have access to local HR and world-class HR service delivered on Tier 1 OnPremise HRIS/ ERP, employees in the long-tail countries have very limited access to both HR, and HRIS!

The company wanted the same class of HR services to its employees across long-tail countries. It wanted to leverage the power of the cloud to make its HR systems universally accessible while aspiring to provide its employees with best-of-breed system and wanted to ensure it had a compelling business case for this as well.

The Challenges faced by global organization in “long tail countries”;

  • Inconsistent and inadequate HR support
  •  Lack of visibility
  •  Compliance risk
  •  Cost vs. service
  •  Fragmentation of HR information and systems

The company embarked on a journey to transform its HR service delivery leveraging SaaS powered HRO, portfolio of discrete HR apps, and a structured process (of course with the help of its partner) to standardize, optimize, harmonize, and virtualize its HR processes. It undertook a massive exercise to map its current processes and then drew global templates to standardize its global HR processes. It leveraged multi-tiered service delivery to ensure round-the-clock availability of HR services to employees worldwide. Multi-tiered delivery also ensured a fine blend of local-remote (centralized) delivery of efficient HR services.

Globalization is simply one of the changes happening in the workplace over the last few decades. The world of technology is opening up new possibilities for organization of all size. Consumerization of technology is not just a random trend but it is the key to achieving HR delivery excellence.

The key to releasing the issues associated with long-tail countries HR service delivery, is making available SaaS powered HRO services. This bundled approach enables minimal capital outlay, and a predictable variable pricing.